text:
On March 30, 2013, a group of youth and adult speakers and performers will come together to share their "ideas worth spreading." TEDxYouth@Austin is a forum created to bring middle and high school students from the central Texas area into the TEDx movement.
TED Talks (Technology Entertainment Design) began as a simple attempt to share what happens at TED (an annual global conference in Long Beach, CA) when people from those three worlds come together. Under the moniker "ideas worth spreading," talks were released online. They rapidly attracted a global audience in the millions. Indeed, the reaction was so enthusiastic that the entire TED website has been reengineered around TED Talks, with the goal of giving everyone on-demand access to the world's most inspiring voices. As of November 2012, TED Talks have been viewed more than one billion times.
We are conducting our own TEDx event in Austin for youth based on this purpose with engaging stories, inspiring performances, and intriguing presentations. We will explore what the theme of LimitLess means to each of us. Is it the incredible passion and dedication of youth? Is it their boundless creativity and imagination? Is it their enthusiasm and optimism? During TEDxYouth@Austin, we will discover that, for empowered youth, the possibilities are truly LimitLess!
Austin area HS and engaged MS students are encouraged to register - the deadline is 2.14.13 - seating is limited. Get ready for March 30, 2013! Stay updated through Facebook and Twitter.
For more information please visit http://tedxyouthaustin.com
Copyright © 2014. All rights reserved.


text:
"Own them for a while now really love them! bought a couple comply foam tips which are more comfortable then the stock ones. the stock ones are decent i liked the triple flang ones but comply foam tips are simply better. their soundstage amazes me still a benchmark for me when comparing to other iem/ciems. they are very neutral warm sounding iem's bass is off course less powerful then..." --ScreenKiller
TDK ST800 High Fidelity Headphones
"I was looking for its cousin WR700 and I spot this beauty, lying quietly next to WR700. It is well built with leather. The cable, though not detachable, has an extension wire to use with desktop amp, is also well built. Sound is terrific, crystal clear than any other thing and very comparable to HD650. The vocal / midband is so sweet that there was one time I could barely believe what I..." --Mark K
" "The TDK BA100: Like Beige Wallpaper, But..." ...I Like Them! I have all of about 4 hours of listening time with these headphones, but I don't think I need more to justify my thoughts. They are BA (balance armature) drivers so burn-in is not a factor. For this test I used my iPod Classic (no external amp and no EQ adjustments). Many, many different..." --SoulSyde
TDK St-550
"First off, I haven't found much about these headphones reviews-wise. So, to start, I found these phones at Staples $60. I wanted a pair of cans at the time, so I decided to go for it. Even at retail price, these cans are not much of an investment. In The Box When I first opened the box I found a couple cables and the phones themselves. One cable was very..." --FRESHPINETRICKZ
EB900 In-ear Headphone
" Bought these in-ear headphones as replacement for my Sennheiser CX300 II. First impression - average (OK) design, stylish cloth covered cord and "the magic" foam tips. At the beginning was bit tricky to make them fit inside ears. Another annoying issue - cord makes rustling and scrapping sound when it touches to anything. As well TDK EB900 are bit longer than Sennheiser CX300 and..." --clckristians
WR700 Wireless Headphones
" Fantastic sound (compared to the other wireless headphones and normal headphones) although, for me, positioning is very hard to get right, but once right the sound is full and crisp, although the highs sound slightly lacking. The wireless technology works great AS LONG as it does not get inside a pocket If you put the dongle in a bag with your music player you..." --icemanmusic
TDK Life on Record ST750 High Fidelity Over-Ear Headphones, Black
The TDK Life on Record High Fidelity ST750 Headphones guarantee high fidelity, no matter the environment. Balancing performance and design, these headphones deliver form and function, comfort and craftsmanship plus technical superiority and sonic range. When it comes to style, sound and comfort, the ST750 headphones deliver. An innovative, built-in amplifier increases the volume 6dB, enhances...
TDK Life On Record MT300 High Definition In Ear Headphones
TDK Life On Record High Definition In Ear Headphones deliver a rich sound through comfortable, noise reduction ear tips.
TDK CLEF-P Live Tuning
The Live Tuning model is designed to intensify live recordings, rock and Latin music. It is compatible with high treble sounds and enhances 'live' music for an immersive music experience. The earphones in TDK's CLEF-P series feature the same high-quality aluminum construction that also adds to the overall ruggedness of TDK's design. Sound wise, these models come with an...
A Superior Listening Experience, Anywhere. The TDK Life on Record IE800 Dual Driver Headphones elevate the personal listening experince, delivering the ultimate in comfort, superior craftsmanship and fidelity. TDK IE800 headphones are designed to deliver the optimal personal listening experience through an innovative, dual driver design. With one driver dedicated to bass and the other to...

subset: commoncrawl


text:
Seth Wagerman has published articles and made presentations regarding the dynamic interaction of persons, situations, and behavior - a psychological triad well-suited to his joint PhD in Personality and Social Psychology. His current program of research examines facets of entitlement in the academic setting. With collaborators at the UC, California State, and Community College level, he is currently leading the validation and refinement of an Academic Entitlement Scale; phases two and three of this research, exploring the personality and behavioral correlates of this construct as well as its potential associations with the current economic milieu and the instantaneous nature of mobile technology, are currently underway.
A member of the executive board of the Office for Undergraduate Research and Creative Works(OURCS), Dr. Wagerman firmly believes in the importance of involving students in all levels of research: his Individual Differences Lab includes a team of talented student researchers, he serves as a committee member on a number of honors theses each year (and occasionally serves as a chair on others), and a number of undergraduates have presented their work at national conferences under his mentorship. Interested in the synergistic relationship between research and pedagogy, Dr. Wagerman was recently appointed conference coordinator for the Society for the Teaching of Psychology (STP) at the annual Society for Personality and Social Psycholgy (SPSP) meeting.
Dr. Wagerman acts as advisor to the Anime Club, Tang Soo Do Club, and Trixx Club. He is also the head of CLU's new martial arts program, and is excited about teaching the Korean art of Tang Soo Do to a new generation of students.
Courses Taught:
Department of Psychology
Theories of Personality (Spring/Fall)
Research Methods and Statistics I (Fall)
Perspectives on Women and Men (Fall)
Research Methods and Statistics II (Spring)
Advanced Research Methods and Statistics (Spring)
Department of Exercise Science
Tang Soo Do (Spring/Fall)
Dr. Wagerman teaches courses in Personality Theory, Statistics, Research Methods and The Psychology of Sex and Gender as well as special topics courses on the Psychology of Evil and Critical Thinking: Separating Science from Pseudoscience. He looks forward to developing courses in Evolutionary Psychology and Consumer Behavior.
Research expertise includes:
- Theoretical underpinnings of Academic Entitlement; its measurement and correlates
- Personality correlates of Academic Achievement; ways to include it in the admissions process
- Accuracy in personality judgment, and its moderators
- Conceptualization/assessment of traits, behaviors, and situations
- Q-Sort Methodology and Exploratory Factor Analysis
Ph.D., Social/Personality Psychology; Quantitative Emphasis (Sept 2007)
University of California, Riverside
M.A., Psychology (Mar 2005)
University of California, Riverside
B.A., Psychology (May 2002)
California State University, Northridge
Wagerman, S. A., Howell, R., Cassens, M. R., & Zinger, J. (2013). Measuring Academic Entitlement. Manuscript in preparation for the Journal of Educational Psychology.
Furr, M., Wagerman, S. A. & Funder, D. C. (2010). Personality as Manifest in Behavior: Direct Behavioral Observation Using the Revised Riverside Behavioral Q-Sort (RBQ-R). Invited entry in C. Agnew (Editor-in-chief), Then a Miracle Occurs: Focusing on Behavior in Social Psychological Theory and Research. Oxford University Press, Oxford, England.
Wagerman, S. A. & Funder, D. C. (2009). Situations. Invited entry to appear in P. J. Corr & G. Matthews (Editor-in-chief), The Cambridge Press Handbook of Personality. Cambridge University Press, Cambridge, England.
Wagerman, S. A. (2008). Towards a Balanced Psychology of Persons, Situations, and Behaviors. VDM Verlag & Co., KG Saarbrucken, HRA: Germany.
Wagerman, S. A. & Funder, D. C. (2007). Acquaintance reports of personality and academic achievement: A case for conscientiousness. Journal of Research in Personality, 41(1), 221-229.
Wagerman, S. A., Wright, L. D., & Funder, D. C. (2003). Personality reconsidered: A considered response. Journals of Gerontology: Psychological Sciences, 58, 309-310.
Technical Reports:
Wagerman, S. A. (2006). Modification of the Behavioral Q-Set for General-Purpose Utilization. RAP-II Technical Report - V.
Wagerman, S. A. (2005). Factor Analysis of the California Adult Q-Set. RAP-II Technical Report - VI.


text:
Where LinkedIn is headed nextJune 18, 2012: 10:25 AM ET
CEO Jeff Weiner discussed the volatility of the stock's first year, as well as the company's plans for future growth.
FORTUNE -- On May 19, 2011, LinkedIn (LNKD) went public. The online professional network's stock soared to more than double its offering price on its opening day, and then teetered up and down in the months to come. A little over a year later, on May 25, CEO Jeff Weiner discussed the volatility of the stock's first year, as well as the company's plans for future growth. He talked revenue streams, developing the product in China, and making the website more intuitive. Weiner shared the company's Duke Blue Devil-inspired mantra, noted its strong support from the Dutch, and fended off the notion of an acquisition by Microsoft. An unedited transcript follows.
ADAM LASHINSKY: Okay, so extremely exciting time here a year after your IPO. IPOs are all the rage again with Facebook's IPO. Silicon Valley is all the rage again, everything from Facebook to Google to LinkedIn to Yahoo!, which you know something about.
So, where I want to start is a year into the IPO what's it like being a public company? How is it different from before you were a public company?
JEFF WEINER: So, it's one of the questions I'm asked most often, what's been the biggest surprise now that you're public, and the biggest surprise has been that there haven't been any big surprises. And that was very much by design.
Before we went public, I was getting a lot of advice and talking to folks who had already been through the process, and one of the things that we really tried to make sure we were true to was the same kind of company we were as a privately held company. And we took the time to reinforce our culture, our values. We went so far as to codify that as actually part of the filing.
And more important than --
ADAM LASHINSKY: The securities filing you mean, when you went public?
JEFF WEINER: Yeah, exactly, the registration.
And more important than writing that kind of stuff down is walking the walk, and making sure that we remain true to who we are. And I think that really begins with continuing to pursue the long term vision as opposed to making short term compromises as a result of being public.
I think there were some other things working in our favor. We have an extremely capable team with regard to G&A, finance, legal, the kind of stuff that you really need to get right as a public company.
And so to some extent we were operating internally as a public company with the right kind of controls, processes, tempo that you would expect a public company to be operating with.>
ADAM LASHINSKY: Right now everyone who's watching the Facebook IPO is all bent out of shape over the fact that it didn't perform well, then the stock went down. Now, your stock doubled at the very beginning, and since then it went down quite a lot, and went up quite a lot. And so are you saying that that volatility in the stock price in the public markets had no impact on people's behavior or thinking inside LinkedIn?
JEFF WEINER: That's what I'm saying. Now, it may be hard to believe on the outside looking in, but one of the things that's essentially become our unofficial mantra is this notion of next play. And for those that don't know, Coach K, Duke Blue Devils, incredibly successful coach, like or dislike the Duke Blue Devils, they've had amazing success. And every time they go up and down the court, Coach K, unbeknownst to most people outside of the team, shouts next play, because he doesn't want the team lingering too long on the play that just took place, regardless of how positive the outcome or how negative the outcome.
And so from the moment we filed, we actually ended that all hands with next play. When we went public, when we rang the bell, we had an all hands and after the all hands we distributed t-shirts, and on the back was next play.
This whole notion of, look, this is a special moment, let's appreciate how far we've come to get here, but at the end of the day this is a stepping stone on our way towards realizing the long term potential of the company. And as a result the short term fluctuations and volatility in the stock price, that's not what's important.
ADAM LASHINSKY: Let's stick on the current state of play for a moment. You've got three primary revenue streams. Would you just tick through them and explain them briefly?
JEFF WEINER: Sure. So, Hiring Solutions.
ADAM LASHINSKY: Hiring Solutions is?
JEFF WEINER: The largest and fastest growing that enables recruiters to come on LinkedIn and find the ideal candidate, and conversely it enables jobseekers to find their dream jobs.
ADAM LASHINSKY: And they'll pay -- and particularly recruiters will pay money, because they're going to get -- they get a higher level of service as recruiters than an individual who just puts a profile up on LinkedIn?
JEFF WEINER: Yeah, recruiters are paying for unlimited access to the entire repository. They're paying for access to tools that you can't otherwise get in the free ecosystem. An example of that would be what we call Recruiter, which is our flagship recruiting product, and that enables recruiters to do unlimited searches, share the results. We've now added an additional service to that called Talent Pipeline, which enables recruiters to manage the pipeline of prospects that they're finding either on LinkedIn or off LinkedIn, job posts, a social layer on those job posts, so people can see who they know within a company that they're applying to up to 3 degrees to get their foot in the door. We enable recruiters who are not at larger companies with larger budgets to purchase a subscription package so when they post a job they can get recommendations, et cetera.
ADAM LASHINSKY: And then job postings are another revenue stream. That's not just for recruiters but for companies as well?
JEFF WEINER: Well, that's part of Hiring Solutions. So, that would all come under the Hiring Solutions umbrella.
Then we have Marketing Solutions or ad sales. And our primary focus there is business-to-business, so enabling companies that want to reach out and target professionals. Our professional audience by composition is one of the most affluent, most influential and best educated on the consumer web. And so it's a really effective way for a company to reach out and target potential prospects, target potential employees.
And we're having a lot of success with our new Company Follower model. We have over 2 million active company profiles on LinkedIn, which a lot of people don't realize. Companies like IBM have over half a million followers already, and now they can target those followers with specific messages, introductions of new products, whitepapers with knowledge and expertise, and they can build a rapport with these highly valuable individual professionals.>
Similarly, we've been doing some interesting stuff with Citi with regard to custom groups. They just created a new custom group for professional women, so they can network with one another.
And on top of that we've added a special edition of LinkedIn Today, which packages relevant headlines and news targeting the women in that particular group.
So, those are examples of the kinds of marketing solutions that we're focused on right now.
ADAM LASHINSKY: So, up till now in LinkedIn's history it's been the kind of tool that people have gone to when they needed it and then they've left to go to something that's let's say more broadly entertainment oriented. Are you succeeding in getting people to stay on LinkedIn longer during the course of the day, and is that a goal?
JEFF WEINER: Time spent has never been the primary objective. As we like to say, LinkedIn is not a service that enables you to pass the time, it's a service that enables you to save time. And that goes back to our mission, which is to connect the world's professionals to make them more productive and successful.
So, ultimately would we like our membership to become more engaged, yes, as a proxy for the value that we're delivering to them on a daily basis, and that's why we're introducing products like LinkedIn Today, that's why we have over a million groups now servicing LinkedIn members within a professional context. Our new iPad application and our applications for smart phones continue to drive that everyday behavior.
ADAM LASHINSKY: But you keep coming back to the word "professionals." LinkedIn is about professional behavior, right, not social behavior, not fun behavior, with the exception that people are allowed to have fun at work, right?
JEFF WEINER: Solely and exclusively focused on a professional context, which is one of the things that really sets LinkedIn apart from other social platforms. You know, our focus is on enabling professionals to connect with one another, to create and share their professional identities, to build their professional networks, to tape insights that professionals are sharing through information, knowledge, expertise, and that's our value proposition.
ADAM LASHINSKY: You know, I want to ask you something tied to this recent debacle with the CEO of Yahoo!, Scott Thompson, who eventually left because it turns out that his bio wasn't accurate. I've always thought of LinkedIn profiles as being a highly accurate source, because people typically won't lie about things that they are putting out in the public that they know are easily checkable. But I want to ask you is that right and is there anything that LinkedIn does to ensure the accuracy or to stop fibbing on LinkedIn profiles?
JEFF WEINER: You are right, your instincts were right, and it goes beyond that kind of anecdotal sensibility. There was recently a study done that looked at resumes for accuracy and compared them with the accuracy rates of LinkedIn profiles, and for exactly the reason you mentioned once it's out there in the public sphere not only are people going to be a lot more cautious about how they're representing themselves and making sure it's accurate, but you've got a self-policing mechanism, and that's exactly how it works.
So, any individual member on LinkedIn has the ability to flag content on LinkedIn that they believe is inaccurate or a misrepresentation of whatever the underlying information is about, whether that's an individual's profile, a company profile, et cetera.
ADAM LASHINSKY: Are there any companies out there who are still reluctant to have their employees put company information in their LinkedIn profile? Is there any concern about secrecy or security from the corporate perspective?
JEFF WEINER: Yeah, I think there's an important distinction between sharing professional information in the public sphere and privately shared professional information, and we're trying to make it very clear where that distinction lies and then provide the tools and services to add value in both areas.
So, historically LinkedIn has largely been about publicly available professional information and knowledge and your professional identity, but internally here at LinkedIn we have a private company group and only LinkedIn employees -- and this is through LinkedIn.com -- only LinkedIn employees have access to that group, and so can share privately available information. And I personally find that an extremely valuable way to take the pulse of our company.
So, we're trying to build on that and figure out what tools and services we can begin to offer all of our members and all of the companies that leverage LinkedIn.
ADAM LASHINSKY: And have you offered that to other companies yet or is this just an internal beta product?
JEFF WEINER: So, that's an internal beta product but we have started to roll out some tests and some pilot programs where we're digesting the publicly available information. So, say all of the employees of a particular company are sharing information publicly, we can now digest that information and send that digest to all the employees who have been authenticated with an official company or corporate e-mail address, so they can see what other employees of that company are sharing, their status updates, where their comments and dialogues are taking place.
And really that's just the beginning; there's a lot more we can do in this respect. And part of the reason I think we can offer so much value there is it goes back to this notion that companies already have a good portion of their employee base on LinkedIn.
You know, historically one of the discussions we've had is how much should we pursue this opportunity of helping to power the corporate directory through our APIs, and one of the things we're increasingly finding is that employees are turning to LinkedIn publicly, to LinkedIn.com publicly as their corporate directory to look up people within their company and see who they are and what they do.
ADAM LASHINSKY: You mentioned LinkedIn recently launched its iPad app. And then I think you get 22 percent of your member visits come via mobile. Mobile is a hot topic right now, first of all because it's growing explosively, but secondly because online companies are having trouble monetizing mobile. How will LinkedIn monetize mobile?
JEFF WEINER: So, we're very fortunate in that respect insofar as we have three diverse and scalable business lines: Hiring Solutions, Marketing Solutions, and premium subscriptions. And with regard to Hiring Solutions and premium subscriptions, mobile more likely than not will be accretive, because it's just another channel through which we can add value for the products and services our members are already paying for.
So, in that respect we're in a somewhat --
ADAM LASHINSKY: Because you can make me happier as a subscriber by giving me another way to use the product, not necessarily getting any more money from me?
JEFF WEINER: That's exactly right.
Now, in terms of true accretion there may be new premium subscriptions packages that we can roll out that would be specific to an iPad environment or a mobile environment, so stay tuned for that.
And then with regard to ad sales and Marketing Solutions specifically it's important to draw a distinction between the iPad environment and the tablet environment where you have more real estate, and the smart phone where you have limited real estate.
The iPad and more broadly defined tablets have enough screen space where you can take web-based marketing solutions and start to bring those web-based marketing solutions into the tablet environment, which we're going to start to do.
ADAM LASHINSKY: So, you haven't done it yet, you're working on it.
JEFF WEINER: We haven't done it yet. That's going to happen sooner rather than later.
Then with regard to the smart phone we're going to start testing various solutions. And one of the things that we have as an asset is this whole notion of a feed, because one of the reasons it's been so challenging for traditional display-based advertising to work in a smart phone environment is just again because of that limited real estate and where people's attention is focused.
So, I feel like the companies and in particular social platforms that have feeds are going to be one step ahead of the game at least in potential. So, we're going to be testing what we could do there, again to add value to members and to our marketers.
ADAM LASHINSKY: Tell me about outside the United States. Where are you and where aren't you?
JEFF WEINER: So, we're in 25 cities around the world now.
ADAM LASHINSKY: Twenty-five cities.
JEFF WEINER: Twenty-five cities around the world in terms of local presence. We're in 17 languages where the site's been fully translated. We have major operational hubs in all major regions of the world: Europe, Asia-Pacific, Latin America. And with regard to our overall composition, our membership is about 61 percent internationally comprised, and revenue is about 36 percent.
Our revenue, the percentage of our revenue that's internationally comprised has been steadily growing as we've continued to invest more in our local sales and local marketing efforts, but ultimately the goal is to continue to close the gap between the 36 percent of revenue that comes internationally and the 61 percent of members that come internationally. And we're going to continue to be able to do that by building out our presence in these local markets, and continue to invest in developing markets, developing countries.
ADAM LASHINSKY: What are a handful of countries that are star countries for LinkedIn, both from a membership and from a revenue perspective, outside the U.S.?
JEFF WEINER: Yeah, from revenue and member perspective certainly Europe is our largest region outside the United States from a monetization perspective. The UK is a big country for us. The Netherlands is the most engaged LinkedIn country in the world.
ADAM LASHINSKY: Really? Why?
JEFF WEINER: Well, a few different reasons. They've got just a cultural history there of a marketplace orientation.
ADAM LASHINSKY: Right. It's a trader nation.
JEFF WEINER: That's right. They've got a number of multinational companies, truly multinational companies who are headquartered there.
But one of the most interesting insights that we picked up when we did some member meet-ups in the Netherlands to find out was it's a very flat meritocratic culture. And so people are not as hesitant to connect with more senior executives within their company, for example, which you don't see as much of in a more hierarchically based society.
Other standouts for us around the world, India is our second largest country with regard to members, and we have a growing business there. They're doing well.
Brazil is another standout, both in terms of membership -- it's now one of the fastest growing in absolute membership anywhere in the world. We just opened up a new office in Sao Paolo. We're very excited about what we're seeing there and the demand for our products.
ADAM LASHINSKY: And how is East Asia and Southeast Asia?
JEFF WEINER: Yeah, so we have an operational headquarters in Singapore that we recently opened, a lot of momentum there. Australia has been a real highlight for us in terms of monetization. Southeast Asia is starting to come on strong, still very early days there.
ADAM LASHINSKY: In English or in like Vietnamese and what?
JEFF WEINER: Well, we do have a site available in Indonesian and Malay. We are also in Korean and Japanese, and Japan is another potential opportunity for us as well.
No discussion of Asia-Pacific would be complete without China, and despite the fact that we have yet to translate into Mandarin, we're English only in China, we still continue to see very strong growth there as well.
ADAM LASHINSKY: And will you go into Mandarin?
JEFF WEINER: We want to be very thoughtful about the way in which we approach that marketplace. Certainly the vision for LinkedIn to create economic opportunity for every professional is very consistent with the goals of China right now in terms of economic stability and job creation. And so we think it represents a very exciting opportunity and we'll see.
ADAM LASHINSKY: One last region, back to Europe for a second. I sense that your business is growing and doing really well in Europe, and that that may be because you're starting from a lower base. If you were a mature company in Europe could you be doing well right now, could you be growing?
JEFF WEINER: Yeah, I think we could. I think one of the things, the pleasant surprises of Europe for us has been the rate with which we've seen cultural changes in terms of recruiting activity. So, historically you'd see very little in the way of internal recruiting teams going out and looking for folks, as opposed to outsourcing that to third parties. And with the LinkedIn platform these recruiters now have the opportunity to recruit passive candidates at scale in a way that's never really been possible. When we talk about passive candidates, we're drawing a distinction between people who are in a job and not actively looking for work versus active candidates where they're submitting their resume.
And because of the critical mass that we've achieved on our platform, 161 million members, growing at roughly two members per second, we've now achieved enough comprehensiveness that it creates real incentives for recruiters within organizations and companies to start to invest more in a platform like LinkedIn.
And so that's been a very pleasant surprise for us in Europe over the last couple of years. We've seen a pretty material shift in behavior there, and I think that's going to continue to be the case for some time to come.
ADAM LASHINSKY: Jeff, tell me about how you think about acquisitions.
JEFF WEINER: So, with regard to acquisitions historically we have focused more on smaller acquisitions that would be easier to digest from an integration perspective. I think at the end of the day it's all about the ability to integrate successfully in terms of creating value through those acquisitions.
We've looked for companies that not only have had talent, which would be a great addition to the team, but also technologies or products that would help accelerate our roadmap and product strategy.
And our most recent acquisition was SlideShare. SlideShare is a platform that makes it easy for professionals to share content through presentations and other mechanisms, video, for example. That's the largest acquisition we've done to date, roughly 50 people operating in two offices, San Francisco and Delhi, and we're very excited about the fit there.
To the extent we're starting to think about larger acquisitions like SlideShare, I think given our track record thus far that would certainly be the trend.
ADAM LASHINSKY: So, speaking of acquisitions, you know, my pet project is to have Microsoft buy LinkedIn because it makes no sense to me that Outlook and LinkedIn aren't the same thing. Are you prepared to do that deal when they make that offer?
JEFF WEINER: I was not aware that was your pet project. This is good to know, okay. (Laughter.)
So, we already have some lightweight integrations there with Outlook, so that Outlook is leveraging LinkedIn APIs, so when you're receiving an e-mail you can see whether or not you're connected to that person, you can also see their most recent status updates. And we think there's some exciting opportunities and potential there to go deeper, so keep an eye on that space.
And then similarly with regard to our mobile applications, both iPad and now smart phone, we've done calendar integration, so when you download our apps for the iPad, when you download our apps for Android or iOS, you're prompted with the ability to integrate your calendar.
ADAM LASHINSKY: So, explain what's the scenario. Who would I want to integrate my calendar with?
JEFF WEINER: Well, it's not so much that you're sharing your calendar, it's that your calendar, your schedule then becomes available through that LinkedIn application. And so it gives you an opportunity within both the smart phone and iPad environments to see who you're going to be meeting with, and taken a step further you can then see what you have in common with those people. So, in a sense you're able to come to these meetings better prepared.
ADAM LASHINSKY: But you're not going to comment on the rumor I'm trying to start that Microsoft is buying LinkedIn?
JEFF WEINER: I'm not going to comment on a rumor that Microsoft is trying to buy LinkedIn.
ADAM LASHINSKY: Fair enough.
JEFF WEINER: Your pet project.
ADAM LASHINSKY: LinkedIn has amazing data, and you've been talking for a number of years now about the powerful uses that you could find for LinkedIn's data for customers. Could you talk about both where that stands and what's possible?
JEFF WEINER: Yeah. So, one of the most exciting parts of the LinkedIn platform and the LinkedIn ecosystem is that the more members we attract, the more deeply they become engaged, the more data is being generated. And that data can be leveraged to create more relevant experiences for our members and better return on investment for our customers.
Data really powers everything that we do. So, it powers algorithms that will suggest people you may know, so you can build out your network. It can suggest groups you may like that you can join and share information and knowledge.
Data powers LinkedIn today, and the relevancy of LinkedIn today headlines that we're digesting for you on a daily basis so you have the news you need to be successful at the job you're already in.
It powers the algorithms behind suggestions for recruiters so they can find the ideal candidate, and for job seekers to find jobs that they may be interested in.
ADAM LASHINSKY: So, you're already putting that data to work in the product itself?
JEFF WEINER: Absolutely. It powers a good portion of the products and services that you see day-in and day-out on LinkedIn.
And then there's the future, where we can take this. So, by now many people are familiar with the concept of a social graph, this notion of connecting with friends and family and what's possible there, and for LinkedIn with regard to our context we've built a professional graph that enables you to connect with former colleagues, current colleagues, business contacts up to 3 degrees.
But part of our vision is building off of this professional graph to create an economic graph. So, imagine a world where every job and economic opportunity is digitally represented, and the skills required to get those jobs is digitally represented, and the companies offering these jobs have a profile that's available on the web, and you can see who you know at these companies up to 3 degrees, and that every individual, every professional worldwide -- you know, there's 3.3 billion people in the global workforce -- that every professional, someone that earns a living from their skill, on a global basis has their digital profile and identity available.
So, imagine all of that graphed where each of those items becomes a node, and taking all of the friction out of the potential connections there, and you can literally start to improve the productivity of the global economy, making it easier for capital, both human capital and resources, to flow to where they can best be leveraged.
ADAM LASHINSKY: Do you anticipate changing the revenue or the business model for delivering some of that data or in other words would you at some point sell me access to better data or do you anticipate just delivering all of this data the way you're delivering it now?
JEFF WEINER: Well, the vast majority of that is already delivered for free.
ADAM LASHINSKY: For free.
JEFF WEINER: Yeah. So, our member ecosystem is almost entirely free.
But that data already does have business models associated with it. So, with regard to recruiting and these Hiring Solutions it's essentially data as a service, your ability to do searches from the entire platform and the entire repository. Marketing Solutions, a very large portion of our ad sales products derive their success from targeting, the ability to target individual professionals based on their seniority, their functional area, the size of their companies, years of experience. And even premium subscriptions for us we're able to leverage data so we can get the right offer in front of the right member at the right price point at the right time.
ADAM LASHINSKY: But let's take -- let me be a little more specific. Let me make up an example. Let's say I wanted to run a screen of companies in the LinkedIn database, only screening out small companies, so bigger than a certain kind of company, that have had a high percentage of job departures relative to total employment at those companies in the last three months. That might flag for me problems at those companies. Can I get at that data today?
JEFF WEINER: As an enterprising journalist you can get at that data today, and oftentimes we will see folks searching company profiles and searching on LinkedIn in creative ways to identify those kinds of insights.
ADAM LASHINSKY: But it's up to the user to figure out how to use the advanced search function in LinkedIn rather than LinkedIn could have a unit that would sell that data, that would do that research?
JEFF WEINER: Yeah. I don't know that there would be any immediate term plans to invest in a team that would be doing the research on behalf of customers. I think the goal would be to build out the platform in such a way where we make it really easy and intuitive for the people that want to do those kinds of searches to be able to do those kinds of searches.
ADAM LASHINSKY: One last thing, tell me where you stand today with the design of the LinkedIn website and how pleased you are with it and what you want to change, where the design of LinkedIn is going.
JEFF WEINER: Yeah, it's still very early days for us. A big part of our product focus and our roadmap in 2012 is on this notion of simplifying the site. And what we found last year, we went from a 1.0 version of our mobile application to a 2.0 version early in the fall of last year, and it was met with very positive reviews. We got a lot of positive feedback. But more importantly it materially accelerated the rate of mobile adoption of LinkedIn's products and services. We went from 8 percent of visits to LinkedIn last March coming from mobile to 22 percent this year.
And so one of the key takeaways was the simpler we can make our products, the more intuitive we can make our products, similar to what the team did in mobile, the more value we can unlock.
ADAM LASHINSKY: You're saying your behavior in mobile is going to drive behavior on the web?
JEFF WEINER: The more intuitive we can make any of these products and services, and we saw that illustrated very clearly with regard to our mobile applications. And so this year you're going to see us simplify a number of our pillar products on the web. So, areas like the homepage, search results, the profile experience would be examples of that.
ADAM LASHINSKY: Well, tell me what do you want to get across on leadership and management?
JEFF WEINER: Focus has been -- I'm oftentimes asked what keeps you up at night, and from day one it's been focus and scale. And with regard to focus, you know, there's the word focus and we've also created an acronym around it, FCS. So, the F is fewer things done better, the C is communicating the right information to the right person at the right time, and the S is the speed and quality of our decision-making.
ADAM LASHINSKY: And the communication is internal or external that you're talking about there?
JEFF WEINER: Well, it's both, but with regard to focus it's largely about internal communication. As organizations get larger, it's absolutely essential that people are being proactive in determining who needs to know what and when, and being as precise as possible.
ADAM LASHINSKY: So, give me a specific example of focus. I assume you're talking about in product decisions, right, because I think of LinkedIn as a user, and you know I'm a power user, as being relatively complex. LinkedIn does a lot of things.
JEFF WEINER: It's not just with regard to product. So, this whole notion of focus, really visualize a target and you can draw kind of your value proposition on top of this target. So, for us it's connecting talent with opportunity at massive scale.
And I think it's really important for any company, particularly hyper-growth companies, to be able to define the bull's eye of that target. That's your core, that's where your first dollar of investment goes, that's where your first managerial cycle goes. And all too often as companies start to experience success they have a lot of opportunities, and you can get distracted from that core, it's very easy.
ADAM LASHINSKY: What's an opportunity you've shut down or said no to or shelved?
JEFF WEINER: LinkedIn Research Network was an opportunity that a number of different companies and customers were coming to us and saying is there a way we can purchase certain insights and certain kinds of data. There were partners that were very interested in working with us. And at one point we were principled within that area, and we recognized that at least from a business model perspective the core, that bull's eye with Hiring Solutions, that was the clearest manifestation of connecting talent with opportunity at massive scale.
And since then we've been able to create adjacencies around that. So, Marketing Solutions is a perfect example. The larger the network becomes, the larger the platform becomes, the more value we can add to companies and marketers that want to target our members with highly relevant products and services. So, that would be an example of an adjacency within the business.
On the product side the target, the bull's eye of our target is professional identity. It's who you are, the representation of your experiences, your skills, your ambitions as a professional. And from that we're able to build search results in a way that you can't find anywhere else and enable professionals to connect, find, and be found in these really profoundly valuable ways. And then from there, that's the bull's eye, from that we go to the next adjacency which is insights. The more we know about you as an individual professional and your network, the more we can bring to bear highly relevant insights, information, knowledge that enables our members to make better decisions faster.
ADAM LASHINSKY: That would seem to play well with research. Insights and research would be very similar.
JEFF WEINER: Well, you can start to connect dots all over the place here, but it's really important you start with that bull's eye and you don't move out from that bull's eye until you get it right, until you reach critical mass.
And by the way, just because you reach critical mass in the bull's eye doesn't mean you draw resources from it, which I think is a mistake that a lot of organizations will naturally fall into. You've got to continue to support that core and build out from there.
ADAM LASHINSKY: And how do you -- do you analyze that statistically, whether or not you're continuing to pay attention to the core or is it more, I don't know, instinctual or subjective?
JEFF WEINER: I think there's gut. There's also a lot of data that goes into that. I mean, you can measure your performance against specific objectives, how are you performing against those objectives. We know how many people we need to reach critical mass in terms of getting these objectives completed.
And then beyond critical mass you want to create as much buffer as you possibly can so people have breathing room, so they can be thinking about what comes next. They're not only reacting, they're being proactive and they can start to dream and get creative and try different things.
ADAM LASHINSKY: On the subject of management and leadership, big debate not just in Silicon Valley but in a lot of places in the business world right now is the great success of founder CEOs and the difficulty that non-founders have had in following founders. You're in the unusual situation of working with your founder, Reid Hoffman, who's the chairman of the company. How have you two negotiated that? You've been successful; so why have you been successful with Reid looking over your shoulder?
JEFF WEINER: So, I think there's a few reasons there. I think more often than not you speak to the challenges inherent in that transition. And with regard to Reid and I, I didn't join LinkedIn in spite of the fact Reid was the founder, I joined LinkedIn in large part because Reid was the founder. I wanted the opportunity to be able to work with him more closely. He's an incredibly impressive guy, and he was a big part of why I was so excited to join. So, I think that's part of the dynamic.
Another big part of this was the clarity we had around how this would work. And I'll never forget it, a few nights before I started my first day -- you know, I started as interim president, and a few nights before I started we got on the phone and I said, so how do you want this to work in terms of decision-making? And he said, what do you mean? And I said, well, which decisions do you want me to make, which will you be responsible for? He said, it's your ball, you run with it. And, you know, when it's that clear, you know, you need that kind of firm foundation to make something like this work.
I think another thing, Adam, that was really important was the way in which the prior CEO to myself, a guy named Dan Nye, handled himself, and he couldn't have been more gracious in the way that transition was conducted. And I think that also again puts a really strong foundation in place that you can build off of going forward.
ADAM LASHINSKY: So, in making decisions you inform Reid rather than ask permission? Would that be an accurate way of characterizing it?
JEFF WEINER: Yeah, Reid -- as you know, Reid is a busy guy and he's a partner at Greylock and --
ADAM LASHINSKY: A venture capital firm.
JEFF WEINER: A venture capital firm. He's extremely active in the nonprofit world. He's a highly sought after figure in terms of mentorship and advice, not just in startups, you know, larger companies, people, heads of state, believe it or not.
So, you know, with regard to our relationship LinkedIn is always his top priority and he's always available in the event that I want to bounce something off of him or get some advice, and so the relationship has worked out really well.
ADAM LASHINSKY: Good for you.
JEFF WEINER: Thank you.


text:
iPad 2 Chargers & Cables
Best Selling
50% Apple USB Power Adapter w/ Sync Cable
for iPad 2Featuring a ncompact design, this convenient USB-based power adapter offers fast, efficient charging at home, in the office, or on the go. It works with iPad 2 and all iPod models with a dock connector.
Was $29.95
You Save $15
(50% Off)
Best Selling
Griffin Technology 3 Meter USB to Dock Cable
for iPad 2The Griffin 3 Meter USB to Dock Cable is almost 10 feet long and built with heavy-duty 20-gauge conductors to handle the 2.1 amp power needs of your iPad 2.
Was $39.99
You Save $10.04
(25% Off)
Best Selling
Bluelounge CableDrop Cable Management System
for iPad 2Anywhere you wish to have cables temporarily held yet easily removed or extended, CableDrop gently grasps your power and peripheral cords so they do not fall off your desk every time you unplug your iPad 2.
Best Selling
48% Apple Dock Connector to USB Cable
for iPad 2This USB 2.0 cable connects your iPhone or iPod — directly or through a Dock — to your computer's USB port for efficient syncing and charging or to the Apple USB Power Adapter for convenient charging from a wall outlet.
Was $19.00
You Save $9.05
(48% Off)
Best Selling
Belkin Swivel Charger 2.1 AMP
for iPad 2Charge your iPad 2 even in crowded outlets with this compact charger that rotates for ease of use.
Was $29.99
You Save $5.04
(17% Off)
Are you looking for the best chargers and cables for your iPad 2? Look no further, the iMore Store has got you covered. iMore offers the best selection of iPad 2 chargers and cables. When selecting a charger or cable for your iPad 2 from iMore, we assure that you will only be shown the best variety of chargers and cables for your iPad 2.
We are so sure that you will like our selection of chargers and cables for your iPad 2, that we offer a 60 Day Money Back Guarantee and Free Shipping on orders over $50!


text:
"These were a big hit with the Girls team at an excellent price a 1/4 of the price you would pay at retail or soccer shop in town. Shipping was fast as well. Would purchase again" (E1314)
"It was a gift for one of my sons. He said it was the best jacket he'd ever owned, warm and comfortable!" (E11713)
"I have bought the Baden practice (blue) ball and these (red) Game balls. Both worked well, the match ball has an outer that lasts much longer. Good feel. Great price." (E5412)
New Balance Healthcare Warm-Up Stat Jackets [E40347]


text:
You should definitely think about taking a semester abroad. It's something that everyone should do!
Game nights with family and friends (anyone really), going for walks, reading, crocheting (when it's cold), watching movies, and, apparently, sounding like I'm 70 years old.
B.A. in Psychology/Religion from Greenville College
My husband. He is the most hard-working, responsible, intelligent person I have ever met. He is literally my better half.
Pentateuch with Rush Huston was my favorite because it was my first Biblical studies class. I had never studied the Bible like before and it really opened my eyes to the narrative of scripture. Everyone needs to take a class from her.
Jo's Java. I'm not trying to give them a plug or anything. It's just my favorite!
Start thinking now about taking a semester abroad. It's something everyone should do!
"It is what it is." It helps me to take things in stride and learn to live with things I can't control.


text:
Yeah, I know that narrows it down pretty far. I've been trying to learn how to do deferred shading. My last attempt was flawed, and I eventually learned I was trying to do it in clip space rather than view space.
I've been searching for days on how to do properly do deferred shading, in view space, using light volumes, but most of the results I'm finding are either using fullscreen quads, or are done in world space. The ones I do find seem focused on reconstructing the fragment position. Which I know is important, but I really need to learn what else there is to it.
Does anyone know of any tutorials or blogs or personal advice on learning this particular flavor of deferred shading?
(I'm using OpenGL, if it matters, but I imagine most of my learning will be concepts and math.)


text:
At A Glance: Think of the Aeron Chair, but then make it two feet higher. You've got the Aeron Stool - perfect for the office, and even at home in the home (see what we did there?). It fits anyone who sits at a high table or work station. Adjustable, comfortable, ergonomic, and two feet higher. A high height version is available here, but the low height version is the more popular of the two. What's To Like: For people who have to work in tall chairs this is a godsend. The aspects of comfort, back support and superior ergonomics that the Aeron Stool brings to bear are largely missing from the stool industry. Not to mention consistency, a recyclable nature, and several color options. And let's not forget to mention the adjustable foot ring! Those who are tall (or short!) can agree that it's a great feature in a stool. What's Not to Like: Just like the actual Aeron Chair, the left and right edges of the seat pan are a bit upturned, and for larger people this can cause some discomfort. For small people, it engenders a feeling of constantly expanding bliss. There is a price increase from the regular chair as well. The Bottom Line: This is a very comfortable stool, with all the looks, comfort and advanced engineering you'll find in the regular chair - just two feet off the ground. Also Available:Aeron High StoolAeron Side ChairAeron Chair Details:
The Herman Miller Aeron Stool Chair is also known by the following manufacturer Item Numbers: AE711NNB, AE711PWB, AE713AWB, AE713AFB, AE721PWB, AE723AWB, AE723AFB
Herman Miller is an industry leader in the integration of cutting edge technology to furniture and other household items to make everyday life more comfortable, convenient, and stylish. Herman Miller stands out at the forefront of such fields as ergonomic technologies, environmentally friendly manufacturing processes, and customizable furniture items.
In addition to producing some of the most outstanding office furniture in the world, Herman Miller has also taken on the responsibility of manufacturing some of the most celebrated furniture designs by some of the world's most famous designs. These "modern classics" include works by Charles and Ray Eames, George Nelson, and Isamu Noguchi. Herman Miller celebrates these famous mid-century designers' works through its extraordinarily precise manufacturing techniques and industry-leading green production processes.
Herman Miller is a global company with operations, sales offices, dealers, and licensees in more than 40 countries in North America, Asia/Pacific, Europe, Middle East, Africa, and Latin America, serving customers virtually anywhere in the world. Herman Miller is headquartered in Zeeland, Michigan, while manufacturing facilities are located in the U.S., China, Italy, and the United Kingdom.
"I love beauty, and I love the availability of beautiful things and useful things immediately around me." During his lifetime Stumpf- a key figure in Herman Miller's transformation into a research-based, problem-solving innovator- received numerous awards for this work. Most recently, he was named the winner of the 2006 National Design Award in Product Design, an award presented posthumously by the Smithsonian's Cooper-Hewitt, National Design Museum. Stumpf died in 2006.
Don ChadwickChadwick's love for furniture design goes back to his childhood, when his cabinetmaker grandfather taught him how to use the tools of the trade--hand tools that required skill, precision, and patience. Later, unlike the other industrial design students at UCLA in the mid-1950s, he focused on furniture. And after hearing a Charles and Ray Eames lecture there, Chadwick was convinced: Furniture offered designers, even industrial designers, the chance to use materials in new, innovative ways--and to make a "real difference" in people's lives.
"Most industrial designers don't take furniture design seriously," he says. "They're not trained to get into that kind of detail. It's too personal, too much like surgery. And besides, you have to be in love with this kind of work." He attributes at least some of this optimism to the "LA recklessness" he's experienced as a lifelong resident of Southern California. "There's less fear of failure out here, so people are more apt to take risks. It's fertile ground for innovation." For over two decades now, Chadwick has had a partner in recklessness. "Herman Miller isn't afraid to take chances on new ideas. That's why the company's been successful for so long, and that's one reason why it's challenging to work for them."
Ergonomically, it ought to do more than just sit there. It should actively intercede for the health of the person who sits in it longer than she should. Functionally, it ought to move and adjust as simply and naturally as possible. It should support a person in any position he cares to assume, at any task his office job serves up. Anthropometrically, it ought to be more inclusive than its predecessors. It should do more than accommodate small or large people; it should really fit them. Environmentally, it ought to be benign. It should be sparing of natural resources, durable and repairable, designed for disassembly and recycling. The design that fulfilled these criteria met all expectations and shattered some of them. It wasn't upholstered. It wasn't padded. It was dimensioned in three models that looked exactly alike and that had nothing to do with their users' job titles. It didn't look like any other office chair. And its revolutionary concept incorporated more patentable ideas than any previous Herman Miller research program.
"It was a matter of deliberate design to create a 'new signature shape' for the Aeron chair," says designer Bill Stumpf. Competitive ergonomic chairs became look-alikes. Differentiation was a huge part of the Aeron design strategy, and it remains one of, if not the most, critical aspects of Aeron's success. "The human form has no straight lines, it is biomorphic. We designed the chair to be above all biomorphic, or curvilinear, as a metaphor of human form in the visual as well as the tactile sense. There is not one straight line to be found on an Aeron chair."
"The Pellicle was equally a deliberate design strategy in that its transparency symbolizes the free flow of air to the skin in the same way lace, window screens, and other permeable membranes permit the flow of air or light or moisture. The transparency of the chair as a visual element was in keeping with the idea of transparent architecture and technology, which Aeron pioneered in advance of Apple's transparent iMac computers. Transparency is a major design movement. Its purpose is to make technology less opaque, to communicate the inner workings of things, and to make objects less intrusive in the environment. Aeron is a non-intrusive chair."
White Glove Delivery: $99.00If you are short on time, without power tools or not particularly handy, our white glove delivery service is for you! This option includes a delivery appointment, placement inside your room of choice, unpacking, light furniture assembly (if required) and debris removal. Let our team do the work so you do not have to!
Packaging:Type: 1 boxBox dimensions: 27" x 28" x 50"Packaged weight: 77 lbsAssembly required: None (hooray!)
For additional information, please see our shipping and delivery policies page.


text:
- Home
- News
- Sports
- Opinion
- Obituaries
- Features
- Special Sections
- Classifieds
- Public Notices
Forgot Password? | Not a User? Sign up
Betty Pullen, 862-4844
Hello, as always I hope everyone is well. This weather really has been something to deal with. One day it's warm, then cool, warm then almost hot, cold, fog and rain. What in the world is next? It's been hard driving the bus with the weather the way it is. The fog really slows us down safety — first and schedule second. So if your bus is a little later, just wait, it will be there.
If you currently subscribe or have subscribed in the past to the The News Enterprise, then simply find your account number on your mailing label and enter it below.
Click the question mark below to see where your account ID appears on your mailing label.
If you are new to the award winning The News Enterprise and wish to get a subscription or simply gain access to our online content then please enter your ZIP code below and continue to setup your account.
|ZIP Code:


text:
Remember me on this computer.
Forgot password?
Enter your email to have your password sent to that address.
Return to Login
Change your regional location. Enter your zip code below and click on Change Location.
Simultaneous strip till, fertilizer application and planting is the right springtime combination for Fayette County corn and soybean producer Collin Jensen. He saves fuel, reduces soil erosion, improves soil quality and lessens compaction by farming this way.
Strip tilling in heavy ground isn't always a picnic. Dawn has added simple plastic 'swirls' to its line to attach to the rear units that pass over the row area.
The Iowa Learning Farms program works with many farmers across the state who are demonstrating conservation farming practices while remaining profitable. Our farmers help ILF by sharing their experiences with others in order to help build a Culture of Conservation.
Heavy chaff trails reduced strip-till sugarbeet yields by about 3 tons per acre in a southern Idaho study.
Keeping tight crop budgets in mind, this fourth Q&A series article tackles herbicide costs, Russell McLucas, a Pennsylvania No-Till Alliance board member, and Del Voight, Penn State Extension grain-crop specialist, address concerns and what works. McLucas, past chairman of the Pennsylvania Corn Growers Association and a 30-year veteran no-tiller, farms near McConnellsburg, Pa.
Two years ago when Jamie Foster was moving from Florida to become a Texas AgriLife Research forage agronomist in South Texas, her job almost hit her in the face — literally.
Mother Nature often dictates what crop producers can get done, particularly during planting season. Wet, cool soils and heavy residues often gum up the best-laid plans. It's not only a northern and eastern Corn Belt scenario, but one that can happen in Nebraska, too.
Seth Spicer, who farms east of Imperial, is one of the many strip-till crop production adherents in southwest Nebraska.
The Iowa Learning Farm has recently created a series of information sheets addressing soil and water quality topics. There are four handouts titled "Iowa Watersheds," "Transition to No-till," "Water Quality and Conservation Practices" and "Economics of Residue."
Powered by iNet Solutions Group ©2014 All Rights Reserved.


text:
Mayor Michael Nutter helped kick off the 19th annual Philadelphia Marathon race weekend on Friday.
In all, 30,000 runners are expected to race in the marathon, half-marathon, 8K and fun run for kids.
Race officials also unveiled the official race medals and shirts to get the city in the racing spirit.
Runners will take their marks this Sunday.
Chief Meteorologist Scott Williams shared a look at the marathon forecast Friday during the FOX 29 News at 5.
"All in all, not too bad," Williams said. "We'll find sun and clouds Sunday morning, a little breezy, also chilly. By the start of the race, temperatures will be in the low 40s."
Check out the entire race forecast in this video clip.
WTXF-TV330 Market StreetPhiladelphia, PA 19106-2796Phone: (215) 925-2929Fax: (215) 982-5494


text:
Rewiring small cabin and thinking 30 amp and smaller gauge wire is undersize. How do I calculate correct amperage for breaker. Thinking data (wattage) shold be on back of stove. Then what is the calculation, e.g. watts divided by 80% of breaker size?
Understand that: 50-amp = 6 gauge, 40-amp = 8 gauge, 30-amp = 10 gauge.


text:
Heart Attack Outcomes DataHistorical
MU Health Care (2009-2012)
For the heart attack 30-day re-admission rate measurement, CMS tracks the percentage of Medicare patients who need to go back into a hospital within 30 days. If a hospital's re-admission rates are higher than average, it could mean that patients are being sent home too early or do not fully understand how to care for themselves after leaving the hospital.
To evaluate hospitals' performance, CMS gathers the re-admission rates of all hospitals and uses them to calculate an average re-admission rate. To allow for statistical variation, the range of re-admission rates considered average includes rates that may be higher or lower than the exact average rate.
Finally, CMS compares individual hospitals' re-admission rates against the average re-admission rate. If a hospital falls into the average range, it is considered "no different than the U.S. national rate." If a hospital's re-admission rate is higher than the average range, it is considered "worse than the U.S. national rate." If a hospital's re-admission rate is lower than the average range, it is considered "better than the U.S. national rate."
More heart attack measurements
Back to Cardiovascular Care


text:
MS08-055: Description of the security update for the 2007 Office system and for the Compatibility Pack for the 2007 Office system: September 9, 2008
Article ID: 951944 - View products that this article applies to.
On This Page
Microsoft has released security bulletin MS08-055. To view the complete security bulletin, visit one of the following Microsoft Web sites:
How to obtain help and support for this security updateFor home users, no-charge support is available by calling 1-866-PCSAFETY in the United States and Canada or by contacting your local Microsoft subsidiary. For more information about how to contact your local Microsoft subsidiary for support issues with security updates, visit the Microsoft International Support Web site:
http://support.microsoft.com/common/international.aspx?rdpath=4North American customers can also obtain instant access to unlimited no-charge e-mail support or to unlimited individual chat support by visiting the following Microsoft Web site:
http://support.microsoft.com/oas/default.aspx?&prid=7552For enterprise customers, support for security updates is available through your usual support contacts.
Non-security-related fixes that are included in this security updateThis security update fixes the issues that are described in the following articles in the Microsoft Knowledge Base:
(http://support.microsoft.com/kb/948950/ )Description of the 2007 Office hotfix package: February 26, 2008
(http://support.microsoft.com/kb/950132/ )Description of the 2007 Office hotfix package: March 12, 2008
953474This security update also fixes the following issue that was not previously documented in a Microsoft Knowledge Base article:
(http://support.microsoft.com/kb/953474/ )Description of the 2007 Office system hotfix package: June 10, 2008
You have documents in the Microsoft Office Open XML file format that use versioning and extensibility markup. For example, the documents are created in Word 2010 or Word for Mac 2011. When these documents are opened in 2007 Microsoft Office system applications, spaces are missing between some words in the document. After the document is saved, these spaces are removed permanently, even when the document is reopened in a newer version of Word. This update will help prevent Word 2007 from removing spaces when opening documents in this scenario.
This issue may occur when you work with documents that are created in an application such as Microsoft Office 2008 for Mac.
Update replacement informationThis security update replaces the following security update:
(http://support.microsoft.com/kb/934062/ )Description of the security update for the 2007 Office system: May 8, 2007
File informationThe English (United States) version of this security update has the file attributes (or later file attributes) that are listed in the following table. The dates and times for these files are listed in Coordinated Universal Time (UTC). When you view the file information, it is converted to local time. To find the difference between UTC and local time, use the Time Zone tab in the Date and Time item in Control Panel.
Collapse this tableExpand this table
Article ID: 951944 - Last Review: March 2, 2011 - Revision: 3.0
Contact us for more help
Connect with Answer Desk for expert help.


text:
Maureen and Mike Mansfield Library Digital Collections
84830 CONGRESSIONAL RECORD- SENATE March 15, 1973
MAJORrrY CONFER~CE RESOLUTION
Mr. MANSFIELD. Mr. President,
earlier today the Senate majority conference
adopted a resolution on the question
of reduction of military outlays
overseas. I ask unanimous consent that
the text of that resolution be printed in
the RECORD at this point.
There being no objection, the conference
resolution was ordered to be printed
in the RECORD, as follows:
POLICY COMMITrEE RESOLUTION
Whereas, At home, Americans are plagued
with infiation, and abroad the value of the
dollar declines;
Whereas, The current U.S. mi!ltary base
structure and deployment around the world
constitutes a serious drain on the budget and
bite deeply into tax revenues available !or
essential needs inside the United States;
Whereas, Reductions of U.S. forces overseas
and the closing of excessive and obsolete
mUitary bases abroad would save bU!lons
of dollars and help, thereby, to halt infiation,
strengthen the dollar and permit additional
use of tax revenue3 for domestic purposes;
Whereas, Such reductions are commensurate
with the nation's defense, feasible In
terms of present military strategy and technology,
and in no way contradictory to the
nation's foreign policies under the Nixon
The Majority Polley Committee urges:
1. That the Administration consider, forthwith,
in conjunction with the appropriate
committees of the Congress revisions in the
proposed budget with a view to making
specific recommendations on the reduction
of military expenditures through the prompt
close-out of Installations a.broad which are
obsolete or excessive to the current security
needs of the nation;
2. That the contingent of U.S. troops stationed
overse6S be substantially reduced,
such reductions to be accomplished in stages
over the next one and one-halt years.
The Majority Leader 1s directed to bring
this resolution before the Majority Conference
for consideration. I! concurred in by
the Conference, he 1s requested to confer
with the Speaker or the House, the Director
of the Offi.ce of Management and Budget,
and with the Chairmen of the Committee
on Appropriations, Foreign Relations and
Arllled Services on the contents of tills resolution
and ways and means of implementation
by Executive Order or legislative action
and to report to the Policy Committee on
or before AprU 30 on the results of these
Mr. MANSFIELD. The resolution,
which I shall not read in full, ends with
this directive:
The Majority Leader 1s directed to bring
this resolution before the Mllojority Conference
for consideration. It ooncurred 1n by
the Conference, he 1s requested to confer
with the Speaker of the House, the Director
of the Office of Management and Budget, and
with the Chairmen of the Committees on
Appropriations, Foreign Relations and
Armed Services on the contents of this resolution
and ways and means of implementation
by Executive Order or legislative action
and to report to the Polley Committee
on or before April 30 on the results of theoo
Mr. President, the operative part of
the resolution calls for the following:
I. That the Administration consider, forthwith,
In conjunction with the appropriate
committees of the Congress revisions 1n the
proposed budget with a view to making specific
recommendations on the reduction of
military expenditures through the prompt
close-out o! 1nsta.Uatlons abroad which are
obsolescent or excessive to the current security
needs of the nation;
2. That the contingent of U.S. troops stationed
overseas be substantially reduced,
such reductions to be accomplished in stages
over the next one and one-half years.
The concerns which led to the adoption
of this resolution are not too difficult
to pinpoint. This month, wholesale prices
climbed at rates more excessive and inflationary
than at any time in over two
decades. Food prices alone went up by
3.2 percent. To the consumer, the cost
of fuel, lumber, and basic commodities
and services are going out of reach.
Abroad, the value of the dollar continues
to shrink. The Senate is about to revalue
gold by 10 percent to cover the lost dollar
devaluation-the second in about 14
months. Still, monetary stability remains
in doubt.
It was in part to accommodate to this
financial situation that the administration
says it was forced to cut back domestic
priorities. Nevertheless, the administration
has continued to pour even
more money into the military budget
and foreign assistance.
In the past, Senators have taken the
lead in efforts to have the executive
branch pare back superfluous foreign
military and other involvements. Time
and again, this administration has been
urged from the Senate floor to act, and
to no avail. Finally, with the support of
the Democratic policy committee,
amendments to compel cuts in U.S.
forces in NATO were offered to legislation
in the last Congress. The first
attempt on May 19, 1971, called for a
straight troop reduction of 50 percent.
It was defeated by a margin of 25 votes.
The second try came late that year. It
would have provided staged reductions,
.removing 50 percent of our forces from
Europe over a 3-year period. The
amendment was again defeated ·39 to 54
but the idea had gained strength and
the losing margin shrank to 15 votes.
It costs the people of the United
States about $30 billion annually to
maintain bases, troops, and facilities
abroad. Using the administration's own
figures, the price to the United States
of NATO participation is about $17 billion.
The balance-of-payments impact
of NATO is in the neighborhood of $5
billion, considering official expenditures
and dollar usage by dependents of
While Europe receives the greatest
portion of the defense dollar outflow, the
Mike Mansfield Papers, Series 21, Box 48, Folder 66, Mansfield Libary, University of Montana
March 15, 1973 CONGRESSIONAL RECORD-SENATE 84831
United States maintains well over 600,-
000 uniformed service people around the
globe at $10,000 per man in pay and
allowances alone. Our Naval Forces carry
tens of thousands more to foreign ports,
appearing on station in nearly every
~'?dY of water on earth that is deep
enough t,o fioa.t a vessel. More dollars go
out through that channel.
As this calendar year opened, increases
in U.S. troops strength were
even recorded in Brita.in-2,000 more
U.S. servicemen were deployed there,
presumably to defend the British Isles
from foreign aggression. We also increased
our presence in the Indian
Ocean, Australia., and elsewhere.
While in some areas there were downward
adjustments of our military presence,
the fact remains that overseas
there are still too many Americans, too
many dependents, too many bases, too
many facilities at too great a cost to the
people of this Nation and at little or no
cost to those whose security, presumably,
is being defended. Indeed, one German
state is in the process of leyying taxes on
certain U.S. installations. As if to add
insult to injury, the American taxpayer
is forced to listen to a Government
which wastes billions for antiquated and
irrelevant purposes of this kind tell him
that the Nation's resources are just not
big enough to provide adequately for domestic
services--whether for health,
education welfare, or rural services--to
the people of this Nation.
It is true that talks on mutual force
reductions, after being first urged from
the Senate over 11 years ago, are now
being pursued, finally, by the executive
branch with the Russians. At this late
date, however, insofar as they involve
U.S. forces deployed in Western Europe,
they are not much more, in my judgment,
than a last ditch stall. If the present
deployment of men is too high in
Europe-and it is--talking with the
Russians about reducing them simply
prolongs what is already an unnecessary
and wasteful drain on this Nation. If
these U.S. forces in Europe are an excess
and a waste to us they cannot increase
by one iota our bargaining power
with the Russians. Nor can they make
any contribution commensurate with
cost to our security or to Europe's. If
these talks delay what are clearly desirable
reductions of our forces, then the
talks actually act contrary to our national
interests by intensifying the financial
debilitation of the United States.
In any event, the possibility of mutual
force reductions ought in no way .to inhibit
the efforts to cut unilaterally this
Nation's excessive military involvement
abroad, be it in Europe, Africa, Latin
America, Asia, Australia., in the islands
or on the oceans. Actually, unilateral
action by the United States to remove an
excess of troops from Europe without
diminishing our basic commitment
to the NATO Treaty might serve to prod
a similar move on the part of the soviet
Union in Eastern Europe. But as long as
we stay put in Europe, the Russians will
be under no pressure to move out. In
short, unilateral action, now, to require
a phased reduction of U.S. troops from
Europe is needed in our unilateral inter-est.
At the same time, it could very well
accelerate the timetable of the mutual
force reduction talks.
It has been well over ~ year since the
Senate has addressed this issue. In my
judgment, it is particularly appropriate
now, with the dollar suffering new declines
in confidence abroad a. continuing
adverse balance of trade and infiation
rampant at home that the Senate be
given the opportunity again.
In my judgment, no single act which
the Congress or the President or both
can take at this time would do more to
check the infiation at home or the enfeeblement
of the dollar abroad than to
move without delay to reduce the farflung
and outdated overseas military deployment
in an orderly fashion. I urge
its favorable consideration and I pray
that the Republican minority in the
Congress and the President will join with
us in the pursuit of its contents.
Mr. FULBRIGHT. Mr. President, will
the distinguished majority leader yield?
Mr. MANSFIELD. I yield.
Mr. FULBRIGHT. I should like to associate
myself with the statement of the
distinguished majority leader and congratulate
him on the very concise and
lucid summary of the situation with
which we are now faced. He has long advocated
certain aspects of this matter.
Let me say that his initiative in asking
the policy committee and others to
seek a congressional budget is very much
to be applauded. This aspect of it is a
very important part of that.
Thus, I look forward to joining the
majority leader in doing anything we
can to get the conference to take the
Mr. MANSFIELD. I appreciate what
the Senator has just said.
Mr. PASTORE. Mr. President, first of
all, I should like to echo the sentiments
expressed by the distinguished Senator
from Arkansas
Click tabs to swap between content that is broken into logical sections.


text:
Available Projects
I would like to convert my outdoor brick grill to use gas as that is what I prefer to cook with but I am not sure if it is worth it or even a possibility. I have attached a picture of the grill and I am in the process of cleaning all the junk from it. If anyone has any suggestions please let me know I don't have a large budget and I am handy. My current time frame is 2 months as I would like to use it for a family get together in July. Thanks for looking and any help you can provide me.
This is beyond my knowledge but I just wanted to comment on the nice shed you have. Looks like the roof is quite new.
I don't know if this would work, having only 1 photo to go by, but, I assume the space below the grate is hollow. Could you get a used gas grill and adapt it to that space ? I would rebuild the doors on either side and keep the propane tank in one of those areas. you might even reduce the height, by about 1/2, of the front bricks to allow more access to the grill. You might even be able to find a natural stone to replace the tops on either side of the grill
This is a nice looking unit and with a little fixing up, will look great. Post a photo when you're done
|Powered by Social Strata
For general message board help, click the tab labeled "Tools," and choose "Help" from the dropdown menu.


text:
iPfaces is a framework for simple creation of native, form-oriented network applications for mobile devices. The aim of the solution is to screen the programmer completely out from the mobile platform itself, and transfer the entire application logic to the central application server level. Developers with experience with one of the supported Web technologies (ASP.Net, Java, and PHP) may start working with iPFaces virtually immediately.
oXygen is an XML editor that supports any XML document, and works with XML Schemas, DTDs, Relax NG schemas, and NRL Schemas. It has powerful transformation support that allows you to edit XSLT and XSL-FO documents and to obtain documents in the desired output format (such as HTML, PS, or PDF) with just one click. It also includes a complete Subversion client, support for flattening XML Schemata, an XML Schema instance generator, integration with the X-Hive/DB, MarkLogic and TigerLogic XML databases, editing actions on the diagram, and a rename refactoring action.
A search engine with a RESTFul API and crawlers.
A next-generation implementation of the MPI standard.


text:
|Manufacturer: Elegant Home Fashions #ELG-599
|Louis Linen Tower has an elegant crown molded top and flat ball feet. The piece has two doors with tempered glass on top and 3 drawers on the bottom that offer ample storage and add style to your bathroom. The beautiful flat ball feet and crown molding offer architectural elegance. It is also has a fixed shelf and one adjustable shelf on top to add functionality. The chrome finished door pull adds fashion and elegance to the piece. The metal glider drawer allows for easy open and close operation. This cabinet comes with assembly hardware.
When can I expect my order to arrive?
Items are shipped via UPS Ground or FedEx Ground within 3-5 business days.
Product ships from Atlanta, GA 30093.
Please contact our Customer Service department at 1-800-530-TAIL(8245) for assistance with warranty questions or claims.


text:
The now-retired Anniston police lieutenant and soon-to-be mayor of Weaver, who put in his final shift as a law enforcement officer last week, said his first night as a police officer in his hometown of Weaver in 1986 needed some last-minute putting together.
"I had a pawnshop pistol and a borrowed flashlight," Willis said about patrolling the streets on his third night out of the academy. "It was a little different back then."
But putting things together on the fly with borrowed and used equipment was something of a common theme throughout his police career, he said.
As one of the original nine members of Anniston Police Department's first Special Response Team – a unit trained specifically to go into high-risk situations often with high-tech and armored gear – Willis recalled borrowing several items from other local agencies, including what he called an old bread delivery truck.
"There was a mismatch of gear," Willis said. "It was awful. We more or less put ourselves together."
With Willis' retirement last week from the Anniston Police Department after 26 years on the force, only one member of that first Special Response team remains in Anniston, the department's current chief, Layton McGrady.
"I'll miss Buddha most for his sense of humor," McGrady said with a laugh, referring to Willis by an old high school nickname he got for being heavyset. "He had a lot of common sense, someone you could always go to if you needed some advice."
It's almost the end of an era, Willis said, but one he'll be relieved to put behind him as he looks forward to retirement, spending time with his family, and dedicating time to his upcoming full-time gig as mayor of Weaver.
Throughout his time in Anniston, Willis said, he wore several different hats, working on patrol, in investigations, and most recently as firearms instructor. But the most stressful job he had was as a negotiator of crisis situations with the Special Response Team, which he said put him right in the middle of dangerous situations, where people's lives could depend on his quick thinking.
"It's a chess match," Willis said. "You always got to be two or three moves ahead, getting them to do something they don't want to do."
The negotiations, the tactics, the thinking, the mindset, it'll be something tough to let go, Willis said.
"I already feel like I'm going to miss it," Willis said about no longer being a police officer. "There are just certain habits you have, like scanning a room before you go in, always sitting with your back to the wall, it's burned inside your brain."
Not that he has any intention of going back, he said. Despite retirement, Willis will have plenty to keep him busy as he takes office as mayor of Weaver in November. It's not the first time he's been involved in local politics, as he's served as councilman and mayor in the past, but he hopes this time there won't be as many time constraints and other commitments getting in the way.
"I think it'll be considerably easier this time," Willis said. "Before with a full time job and being mayor I felt like I was juggling all the balls in the air and just waiting for them all to fall. Now I can focus on improving the community and giving more energy and more time to what the city needs."
Willis will also keep his side job as part of the Dale Jarrett Racing Adventure, a program where he helps fans experience what it's like to be in the middle of a NASCAR race in his role as an instructor on the track at Talladega. On top of that, he plans to look over what he hopes will be an annual firearms safety class put on the by the Police Department, which will keep him in touch with the people he worked alongside for so long, without the burdens of everyday police work.
Which is exactly the way he wants it.
"I won't miss the circus, but I'll miss the clowns," he said. "I consider all those guys my family."
Staff writer Brian Anderson: 256-235-3546. On Twitter @BAnderson_Star.


text:
75MM Bore. Your 5.0's stock throttle body is a restrictive 56mm, choking off airflow and keeping your Mustang from giving you everything it has. But this SR Performance throttle body and matching EGR spacer features a generous, free flowing 75mm single bore design for significantly more air to feed the fire under your hood.
Reusable Filter. SR Performance designed their Cold Air Intakes with a reusable high flow cotton air filter. So no there is no need to go out and buy a new filter every few thousand miles. Just clean the filter, re-oil it, save money, and go!
Easy Bolt-On Installation. This SR Performance Intake Combo Kit is designed to be a straight forward install with just basic hand tools. No extra modifications or special tools are required for a simple 2 hour installation.
Application. This SR Performance 75mm Throttle Body with EGR Spacer and Cold Air Intake Combo Kit is specifically designed to fit the 1989 to 1993 5.0L V8 equipped Mustangs, including the LX 5.0, GT and SVT Cobra models.
Application Note. 75mm throttle bodies work great on heavily modified or supercharged 5.0 mustangs, this is because stock or mildly modified 5.0's do not flow air enough to benefit from the larger Throttle Body.
Technical Note. The 1989 to 1993 5.0 Mustangs must run both a throttle body and EGR Plate with all stock connections functional to maintain street legal.
Mustang Fitment: 1989, 1990, 1991, 1992, 1993 Details >>


text:
Natural Help for Dry or Damaged Hair
Is every day a "bad hair day" for you? If your troubles come from dry or damaged locks, regular styling might hurt more than help. Take a dry strand and gently pull both ends to stretch it. If it breaks easily, you don't have enough moisture in your hair.
· How to Wear Side Bun Hairstyles
· Grey Hair - Causes and Home Remedies
· Treat Your Acne With Coconut Oil Will Bring Out Your Beauty With Moisturizing Bonus
· The Best Remedies for Damaged Hair
· Find The Right Way to Wash Your Hair To Keep Your Hair Healthy


text:
To the south of Sydney lies Botany Bay, the place where the British, led by Captain Thomas Cook, first made landfall in 1770. These days the bay is part of the Botany Bay National Park, which also features interesting museums and some stunning natural beauty.Originally the British named the bay Sting Ray Harbour thanks to the rays that congregated in the bay in huge numbers. Within just a couple of days of arriving more than 3000 new species of plant had been discovered and Sting Ray Harbour was re-christened Botany Bay.
The spot where Captain Cook set foot on land, on the southern tip of the bay, is now commemorated as Captain Cook's Landing Place. There is a monument in the form of a stone needle, and a visitors' centre where various exhibitions offer insights into the history of Botany Bay. The arrival of Cook had huge repercussions for the aboriginal inhabitants of Australia, who were driven from their traditional lands or killed.
On 26 January 1788, 18 years after Cook, the First Fleet arrived from Great Britain. The approximately one thousand voyagers from the 11 ships are seen as the founders of Australia, and established the first British colony. Every year on 26 January the arrival of the First Fleet is celebrated as Australia Day. The whole population has a day off work and throughout the country festivities are held. And that includes Sydney. The programme is different each year, but is traditionally rounded off with a spectacular firework display.
Another voyager of discovery who landed in Botany Bay was the Comte de La Pérouse, just a few days after the First Fleet. His two ships disappeared in a mysterious manner soon after leaving. On the northern tip of Botany Bay is the La Perouse Museum & Visitor Centre that is largely given over to this French explorer and his fleet. The museum has a large collection of maps, navigation instruments and relics salvaged from the shipwrecks of the Lapérouse expedition.
It's the combination of history and gorgeous nature that makes Botany Bay so attractive to visitors. The National Park is the habitat of many remarkable native plants, dozens of species of bird and a rich underwater world. Not for nothing is it a popular spot for scuba diving. The National Park is also a great place for strolling along the white sand beaches or heading for the viewing platform at Quibray Bay, a top spot for bird watching.


text:
Thank you for signing up
Hang tight! Your 10% off code will arrive in an email within 24 hours!
Stretch jacquard peplum top in leopard print with exposed zipper at back. Partially lined.
• Made in USA
• Viscose/Polyester/Spandex
• Dry clean
This Item is Final Sale.
* Required Fields
The amount specified for that product is not available.
*Measurements are in inches, based on US sizes. See Conversion Chart below.


text:
Dodgy phone charger alert (From Maldon and Burnham Standard)
Get involved: send your pictures, video, news and views by texting MBS to 80360 or you can e-mail us Click here for details »
Dodgy phone charger alert
4:20pm Wednesday 18th December 2013 in Local News
TRADING standards officials at County Hall are warning shoppers to be careful when buying chargers for electronic devices.
Cheap, non-authorised chargers for phones, tablets, and laptops are a big problem, the county's consumer watchdogs say, with one charger in five tested in Essex failing so badly they posed a serious risk.
Comments (5)
Please log in to enable comment sorting
7:00pm Wed 18 Dec 13
OMPITA [Intl] says...
What are the tell-tale signs that indicate to Mr and Mrs 'Average Shopper' that they have a sub-standard product in front of them?
9:33pm Wed 18 Dec 13
DogsMessInLeigh says...
OMPITA wrote:well non authorised ones i imagine, its not rocket science.
It's all very well to say that one in five are potentially dangerous and to 'be careful'.
What are the tell-tale signs that indicate to Mr and Mrs 'Average Shopper' that they have a sub-standard product in front of them?
stick to branded(authorised) stores and avoid market stalls and temporary pop up fone cover shops/stalls who just buy in bulk for pennys from China.
11:26pm Wed 18 Dec 13
OMPITA [Intl] says...
It was lethal! A fact that only became apparent when it disintegrated whilst being unplugged exposing live mains connections.
8:19am Thu 19 Dec 13
pembury53 says...
OMPITA wrote:It might have been a 'snide'......... to be honest it's difficult these days, the global economy has flooded us with fakes and poor quality rubbish from the very countries we have given all our manufacturing jobs away to........ but in general stick to the 'brands' and buy from outlets where you have redress if things go wrong........ it's all you can do in this rip off world !
I bought a supposedly 'Branded Name Item' from a well known outlet. It was lethal! A fact that only became apparent when it disintegrated whilst being unplugged exposing live mains connections.
8:23am Thu 19 Dec 13
OMPITA [Intl] says...
It's a shame however that the County Hall Trading Standards Department couldn't have been be a little more direct and positive with their advice.
For example they could so easily have replicated the sort of information published at http://www.spotafake
Not every shopper tempted to purchase what they might see as a genuine bargain might automatically consider the issues highlighted on that website.
Comments are closed on this article.


text:
SAVANNAH, GA - APRIL 04: The sign to the entrance of Uncle Bubba's Seafood & Oyster House is blocked by security April 4, 2014 in Savannah, Georgia. Uncle Bubba's Seafood & Oyster House, owned by Paula Deen, reportedly closed unexpectedly on Thursday, April 3rd without prior notification to its employees. (Photo by Jeff Gentner/Getty Images)
Content engaging our readers now, with additional prominence accorded if the story is rapidly gaining attention. Our WSJ algorithm comprises 30% page views, 20% Facebook, 20% Twitter, 20% email shares and 10% comments.


text:
Tampa >Food & Dining > Byblos Cafe
2832 S Macdill Ave, Tampa, FL | Directions 3362927.919979 -82.493303
Mon -Thu,11am - 10pm; Fri, Sat, 11am - 11pm; Sun, 3pm- 9pm
Neighborhoods: Palma Ceia, Southwest
Love, love, love this place! – My husband and I love to eat at Byblos! The food is always fantastic, the service is always great! They're very accommodating for take-out orders as well...even large office orders placed during busy times. Highly recommend!
A Unique facet of Tampa's Culinary Mix – Cross the threshold of Byblos Cafe and go from the Deep South, to the exotic atmosphere of a country thousands of miles away. Byblos Cafe will fit the bill as one of your regular dining favorites, or as a venue at which to celebrate special occasions.
Byblos is GREAT! – The staff is awesome and so is the food. The bartender is friendly and remembers his customers names. I love this place
byblos is good – I HAD MY BDAY AND I HAVE NEVER ENJOYED IT MORE, THE BELLY DANCER IS ALSO GREAT.
Not allowed to order just appetizers – I've visited byblos several times and loved the cuisine. However the last time I went with a large party for a girlfriend's bday. I had a late lunch so decided to order only an appetizer, as did another girl. We were promptly informed by the waiter that it was "mandatory" to order a full dinner plate. I'm not sure what he woud do if we didn't...kick us out? He was very rude about and insisted that we order a dinner plate. apparently tappas are out now! It wasn't like he didn't have a big check, we ordered several bottles of wine. On top of that, the food was raw for one of the girls and overcooked for several others. After she sent the raw food back, they brought it back burnt. The waiter never came back to fill up water glasses and we poured the wine ourselves. So i was amazed when he added gratuity on our check and did not give us the option of removing it. I will never eat there again.
Best Lebanese food in Tampa Bay – Byblos Cafe has set a standard in Tampa Bay restaurants that few other Lebanese/ Middle Eastern restaurants in the country can match.
First of all, the food quality/ taste is better than restaurants in Lebanon and for some dishes even better than my mom's cooking (any Lebanese will tell you that's a bold statement but true in Byblos' case).
Being Lebanese myself and having traveled all over the place, I can tell you no place in New York, Washington, Chicago, or San Francisco comes close.
In addition to the food, the decoration of the place is pretty impressive and the belly dancer shows on the weekends complement it nicely.
Finally, the service couldn't be better; the staff is knowledgeable, chatty, and always smily.
Overall, Byblos is truly an amazing Tampa Bay experience and the quality/ price couldn't be beaten. Do reserve if you're planning on dinner on the weekends as we had to wait a while last time and don't forget to try a hookah outside after dinner.
Great food and atmosphere – I recently ate here for the first time.... AMAZING! Very cool atmosphere, great service, great food. Very large menu with lots of choices for every taste. I had the grouper--excellent. My husband had the filet kabobs, also very good. It was a Saturday night, we were able to get a table promptly without reservations, and they even had a belly dancer. Very fun place with great food...A hidden treasure in Tampa.
Transformed – There are scores of Middle Eastern restaurants outside the Middle East with London, Los Angeles, Washington and Paris claiming the best. Watch out big cities, Byblos Cafe in Tampa is at par with your restaurants.
With Byblos Cafes focus on the Lebanese flavor in ambience and food, it transforms one to the hustling and bustling restaurants of Beirut. And on some Saturdays, one experiences the energy of a Beirut night club; emulating the feeling of life loving and multi cultural beautiful people enjoying the harmonious beats from around the world.
Beirut is the City where East harmonizes with the West, Byblos Cafe is the reflection of that notion.
Sign in with Facebook Sign in with Facebook to see what your friends are up to!
Do you have a review of Byblos Cafe on your blog? If you include the Citysearch image link (shown below) in your post, we'll automatically link to your review from the business profile page. Here's how our Linkback system works:
The Linkback system is free and automatic. It's really that easy.
To link to our business profile page, copy the html below to your web page.